Wesco International is one of the largest hay exporters in Washington state. Founded in 1971, it was originally a wool exporter, but in 1973 it moved into agricultural products with a specialization in hay distribution. Don Schilling, owner and president of Wesco Int. has been with the company for more than two decades and has seen the ups and downs of the industry. We chose to do our second project on Wesco because one of the group members, Eli, is an employee of Wesco International. We were able to tour the facility and interview Jordan, Eli's boss, and get an in-depth look at the day-to-day operation of Wesco. Jordan is Wesco's manager of human resources, safety and employee development. A man of many hats, Jordan shares the responsibility of managing 60 employees with 5 other division managers and Don Schilling. We received a comprehensive tour of the company's associated offices and facilities. He gave us detailed information about the different products they supply and sell, the ways they distribute them, and the clientele they serve. The company does most of its product sales and distribution with overseas customers, but purchases locally grown products from growers around the world. Northwest. Customers range from domestic farmers in the United States, to international customers as far away as Japan, China, South Korea and the Middle East. The quality of hay sold by Wesco is in high demand by international customers because it is difficult for them to grow it domestically and it is the best quality for the animals they raise. It is most commonly used for animals such as racehorses, dairy cows, cattle, and farm horses. Japan accounts for about 85% of Wesco's international sales and uses the products to feed... half of paper... problem of retaining employees who currently work there. As for the suggestions we would make to Wesco management, there are some things that could be improved regarding the website, logo and outsourcing. At the moment the company website is simply just a blank page with hay in the background. This should definitely be changed soon to adapt to an increasingly high-tech market, as it could potentially attract more customers. There is no company logo, which should be modified to provide customers with an image that distinguishes Wesco's quality product. And finally the company could use a larger fumigation shed (used to put pesticides on hay) to prevent this work from being outsourced to other companies. Aside from these few tips, Wesco is a very well organized company and we believe it will continue to thrive in the future.